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How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance. / Batchelor, John H.; Humphrey, Ronald; Burch, Gerald F.
In: International Journal of Work Organisation and Emotion , Vol. 9, No. 4, 26.12.2018, p. 383 - 403.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Batchelor, JH, Humphrey, R & Burch, GF 2018, 'How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance', International Journal of Work Organisation and Emotion , vol. 9, no. 4, pp. 383 - 403. https://doi.org/10.1504/IJWOE.2018.097190

APA

Batchelor, J. H., Humphrey, R., & Burch, G. F. (2018). How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance. International Journal of Work Organisation and Emotion , 9(4), 383 - 403. https://doi.org/10.1504/IJWOE.2018.097190

Vancouver

Batchelor JH, Humphrey R, Burch GF. How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance. International Journal of Work Organisation and Emotion . 2018 Dec 26;9(4):383 - 403. doi: 10.1504/IJWOE.2018.097190

Author

Batchelor, John H. ; Humphrey, Ronald ; Burch, Gerald F. / How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance. In: International Journal of Work Organisation and Emotion . 2018 ; Vol. 9, No. 4. pp. 383 - 403.

Bibtex

@article{e6e46b1f6c534ff4b34301101497c097,
title = "How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance",
abstract = "This study takes a deep look at how entrepreneurial leaders use all three forms of emotional labor. The results from this analysis of 147 dyadic pairs of entrepreneurial leaders and their subordinates are presented herein. This study is the first to investigate the relationship between emotional labor strategy and the display of discrete genuine emotions (enthusiasm, liking, irritation). Leader genuine emotional labor and leader displays of positive discrete emotions were positively correlated with employee job satisfaction, affective commitment, and lower intentions to quit. Additionally, this study provides empirical evidence that the display of discrete emotions moderates the effects of leader genuine emotion on firm performance. From a practical standpoint this study benefits entrepreneurs by outlining emotionally healthy methods to display the appropriate emotions when interacting with stakeholders to enhance firm performance.",
author = "Batchelor, {John H.} and Ronald Humphrey and Burch, {Gerald F.}",
year = "2018",
month = dec,
day = "26",
doi = "10.1504/IJWOE.2018.097190",
language = "English",
volume = "9",
pages = "383 -- 403",
journal = "International Journal of Work Organisation and Emotion ",
issn = "1740-8938",
publisher = "Inderscience Enterprises Ltd.",
number = "4",

}

RIS

TY - JOUR

T1 - How Entrepreneurial Leaders Use Emotional Labor to Improve Employee Attitudes and Firm Performance

AU - Batchelor, John H.

AU - Humphrey, Ronald

AU - Burch, Gerald F.

PY - 2018/12/26

Y1 - 2018/12/26

N2 - This study takes a deep look at how entrepreneurial leaders use all three forms of emotional labor. The results from this analysis of 147 dyadic pairs of entrepreneurial leaders and their subordinates are presented herein. This study is the first to investigate the relationship between emotional labor strategy and the display of discrete genuine emotions (enthusiasm, liking, irritation). Leader genuine emotional labor and leader displays of positive discrete emotions were positively correlated with employee job satisfaction, affective commitment, and lower intentions to quit. Additionally, this study provides empirical evidence that the display of discrete emotions moderates the effects of leader genuine emotion on firm performance. From a practical standpoint this study benefits entrepreneurs by outlining emotionally healthy methods to display the appropriate emotions when interacting with stakeholders to enhance firm performance.

AB - This study takes a deep look at how entrepreneurial leaders use all three forms of emotional labor. The results from this analysis of 147 dyadic pairs of entrepreneurial leaders and their subordinates are presented herein. This study is the first to investigate the relationship between emotional labor strategy and the display of discrete genuine emotions (enthusiasm, liking, irritation). Leader genuine emotional labor and leader displays of positive discrete emotions were positively correlated with employee job satisfaction, affective commitment, and lower intentions to quit. Additionally, this study provides empirical evidence that the display of discrete emotions moderates the effects of leader genuine emotion on firm performance. From a practical standpoint this study benefits entrepreneurs by outlining emotionally healthy methods to display the appropriate emotions when interacting with stakeholders to enhance firm performance.

U2 - 10.1504/IJWOE.2018.097190

DO - 10.1504/IJWOE.2018.097190

M3 - Journal article

VL - 9

SP - 383

EP - 403

JO - International Journal of Work Organisation and Emotion

JF - International Journal of Work Organisation and Emotion

SN - 1740-8938

IS - 4

ER -